Marketing

From traditional marketing to digital marketing

With the industry developing on all fronts - retail groups, changing market shares, e-business, digital, social media, new product derivatives - it’s a challenge to stay in front of the competition if you're a busy operational manager. Books take too long to read and nobody has the time to provide on the job training covering the latest developments. We're different. We tailor marketing training to keep up with developments and help your team stay sharp! Courses are stretching and structured, so you can apply what you learn back at work. The trainers are hand picked - experts committed to making a difference. No fairy-tale ideas, just practical marketing training with a social media twist. Contact us to arrange an initial briefing.

How do we work?

Initial Consultation - Research - Proposal - Programme Design - Delivery - Evaluation

Initial Consultation - Research - Proposal - Programme Design - Delivery - Evaluation

Senior Managers and Directors

At this level our focus is Marketing Strategy and Innovations. So, what topics do we cover? It depends on the client's priorities but broadly we include: The basic strategic options and concepts; Linking to the Corporate Strategy - Mission, Vision, Markets and Customers; Where are you now: how your customers see you, assessing your market segments, defining your Differentiation, Key marketing metrics for loyalty, re-purchase and endorsement; Where are you going: Your current product life cycle; filling the market gap; How will you get there- the Marketing Mix and the Marketing Plan.

Brand Strategy: Understanding Brand Equity - Brand Values and the value of a brand; Brand Management in your market; How manufacturers are sustaining their long-term brand and how new entrants and disruptors are launching theirs; Retaining your franchise - the vital role of retail managers in brand management.

Assessing Market Performance: The Manufacturers Market Objectives - volume, pricing, brand presentation; retail experience; Key Sources of data - Registration Statistics, Customer Data base, Customer Service Measures and Management Accounts; Assessing a retail franchise - the key metrics for sales, customer service, market share, profitability and dealer development; Assessing a manufacturer - volume development, retailer profitability and return on investment, brand positioning, field support and resources.

General Managers

Market Planning is the focus for General Managers and their equivalent. Programmes are tailored to client needs but, broadly, include a mix of the following topics:The Market Planning Process; Linking to the Corporate Strategy - Mission, Vision, Markets and Customers; Key Sources of data - Registration Statistics, Customer Data base, Customer Service Measures and Management Accounts; Where are you now: Market share, Segment share, year on year growth rates; Where are you going: Your 'momentum' forecast, classifying your business in each department, filling the market gap; How will you get there - the Marketing Mix and the Marketing Plan; New Media.

Brand Development: Retailer Brands and Manufacturer Brands; creating your own brand development plan; working with your franchise - the vital role of retail managers in brand management; Communicating your retail and franchise brand values to your staff and customers; Managing your brand development.

Customer Relationship Management: Plotting the Customer Service Curve; Loyalty, Re-purchase and Advocacy - managing the Customer Journey; managing Customer Satisfaction; the Role of Brand Loyalty; How the B2C journey differs from the B2B journey.

Segmentation: The importance of segmentation; bases for segmentation in Motor Retailing; Using segmentation to add volume, margin and profit.

Department Managers

Marketing is hands-on for department managers.The customer is two feet away. The service is being delivered in front of you. It's so close and so fast moving that a perspective is hard to maintain. That's where we come in. Our task is to help manager's understand the basics of marketing to-day: who are their customers of today, how can they be segmented and what are their needs. Then, how can the service offer be created, communicated and delivered in a reliable way.

What do we cover on our courses?  Of course, each course is tailored to specific brands, products, markets and departments but broadly we cover the basics of marketing for non-marketing managers: The difference between marketing and sales; What is 'retailer marketing'?; Basic Marketing Concepts - the Buying Process, Segmentation, Market Positioning, Differentiation and the Marketing Mix; Traditional and Digital Marketing, Campaign Planning; and Marketing Metrics.

 

Finance

LGA has an enviable reputation for developing financial skills training designed around the needs and experience of each delegate group. Recently appointed managers - or those new to profit centre responsibility - are taught the basics using a step-by-step approach while more experienced managers can be taught all the skills they might need for running a business, evaluating capital expenditure or even valuing an acquisition or shareholding. Contact us to arrange an initial briefing.

 

Delegates

Manufacturer field teams as well as retailer management; specialist managers taking over profit responsibility for a department, dealership or or multiple sites.

From Introduction to Finance through to Financial Strategy

Senior Managers and Directors

Business Financial Assessment: Interpreting Company Accounts, Understanding Financial Structure, Benchmarking, Key Ratio Assessment

Investment Appraisal: Accounting Rate of Return, Payback Period, Discounted Cash Flow, Internal Rate of Return, Setting 'Hurdle' Rates

Financial Strategy: Business Risk and Financial Risk; Financial Life Cycle; Debt-Equity Structure; Dividend Pay-Out Ratio; Organic Growth Strategies; Dynamic Growth Strategies

Business Valuation: Basic Equity Valuation Models; Asset Values; Free Cash Flow Valuation

General Managers

Dealership Financial Analysis: Interpreting Management Accounts, Pyramid of Ratios; Working Capital Management; Operational Key Ratios; Planning for Profit Improvement

Business Planning: Where are we now: Year-End Assessment, Competitor Assessment, Operational Assessment, Environment Assessment; Where area we going:Setting Business and Financial Objectives, Benchmark Key Ratios; How will we get there: the Strategic Plan; the Annual Financial Plan and Budget; the Capiatl Expenditure Plan; the Cash Budget; Department Plans

Budgeting: The basis of the budget - capacity vs. market potential; Driving the Budget using Key Ratios; Setting the Revenue Plan, the Expense Plan, and the plan for Indirect Expenses and Overheads; Evaluating the plan

Business Control: The Planning and Control Cycle; Control Techniques; Key Stages of Control - Daily and weekly operating controls, Monthly Performance Reviews, Quarterly assessments of Customer Service, Staff Performance and Achievement.

Key Ratio Analysis: The Pyramid of Ratios; Balance Sheet Ratios; Sales, After Sales and Parts Department Key Ratios; Financial Key Ratios

Financial Performance Improvement: Using the Benchmarking process to identify performance gaps; assessing the profit potential; evaluating the probability of improvement; creating an action plan; monitoring implementation using key ratios and the control system.

Department Managers

Department Financial Analysis: Interpreting Management Accounts, Pyramid of Ratios; Working Capital Management; Operational Key Ratios; Planning for Profit Improvement

Budgeting: The basis of the budget - capacity vs. market potential; Linking the Budget to Key Ratios; Setting the Revenue Plan, the Expense Plan, creating a business case for additional Working Capital or Fixed Assets.; Evaluating the plan

Key Ratio Analysis: The Pyramid of Ratios; Balance Sheet Ratios; Sales, After Sales and Parts Department Key Ratios; Financial Key Ratios

Financial Performance Improvement: Using the Benchmarking process to identify performance gaps; assessing the profit potential; evaluating the probability of improvement; creating an action plan; monitoring implementation using key ratios and the control system.